I often blog about my work on ‘Creating the Conditions for Change’ in terms of how we nurture our working ecosystem to enable change to happen. This means change in ourselves also. I have been working for quite a number of years now on ways to help others on their journey into systems thinking and systems change. One thing I am sure of, is that giving someone a concept that they have never come across before and expecting them to understand it, just because you have explained it, is not going to get you very far.
In my opinion, systems thinking is an experiential journey. Only when you have been on the journey, often aided by someone shining a light into the dark corners and helping to unlock your own inner wisdom will things start to make sense. This often takes for the person to be along side you, to link the concept to what you are seeing in front of you and how you are feeling and experiencing it at the time. It can also come in the form of engaging and enlightening stories. Stories that are authentic, that demonstrate a deep engagement with a situation and highlight not just how a systems thinker understands things but how they feel and experience them also. These are the experiences that make things ‘real’. These are the things that people can relate to. These are the unwritten things that help people with understanding and are critical scaffolding for the learning journey.
We need to help people stand in the waterfall of the journey and let the whole experience wash over them, immersing them fully in it. Letting them feel the sting of the rapid flow and the gentle trickle closer to the edges. Helping them to experience the invigoration and the point at which it makes you feel cold. Helping them not to be scared but to step right in to the flow.
The conditions we create around the learner to enable them to experience systems thinking concepts allows them to enact a journey of learning with that concept that is different to being given a concept and told to apply it. The journey is stronger when it is experienced. My style of helping others to learn? Create the right conditions and take them on a journey. A journey of many emotions and feelings. An adventure of sorts. Who knows how it will end?
I’m emotional, overwhelmed and amazed. I feel warm inside, relaxed and hopeful. The last four months has been some journey. When I embarked on it, I never imagined that I would be in an online room with a shaman and an addict and we would do such powerful work together.
It wasn’t just us in the group, there were others too. All authentic, passionate people who work from the heart with humanity and humility. I embarked on the journey as a co-facilitator and bringer of systems thinking expertise into a programme to help people empower themselves to instigate and contribute to system change in the city in which they live. I don’t think I have come across a group so positive and passionate about creating change. The shamanic development of our ‘tribe’, the systems and complexity thinking and the powerful, gritty, real stories from people with lived experience of multiple complex needs coupled with some powerful prototyping tools, coaching and storytelling skills from other facilitators that we brought in and we have an intoxicating mix.
One thing that pulled the group together was the lack of work titles. Everyone came into the programme as themselves. They brought their whole selves, their vulnerable selves, their authentic selves. They brought their cats, dogs and children. They brought a sense of being real, being authentic and wanting to share.
Developing a more embodied approach was key and people went for it, easily and confidently. We shared, laughed, cried and learned our way forward together.
For a number of years now, I have advocated for people who would not normally identify as being a ‘systems thinker’ as being some of the strongest and most insightful systems thinkers I know. They knock the spots off any loud-mouthed show-offs out there who can talk about it but have no clue how to put it into practice. The key ingredient?…………………humility. The group had the humility to self-reflect, not to judge, to connect and form relationships that I believe will be long-lasting.
I heard stories of addiction that pulled at every heart string. Of struggles and barriers that we build into people’s lives that take away their dignity and throw them to the ground. I heard stories of passionate workers who refused to give in and determinedly navigated an unimaginably complex web in order to support others. I heard stories of people who realised that yes, they were leaders, even when they weren’t at the top of the hierarchy in an organisation. I heard stories of light bulb moments, of finding different ways to have conversations and of self-belief when realising that what they were thinking and feeling was legitimate, had a name and now they could articulate it and work with it.
Creating the conditions for change is the most important element of systems change, in my opinion. Without it, nothing else matters. The relationships, the trust, the sharing, the compassion and caring. Without it, we just have changes that are often meaningless, soulless and cold. Bring in humility, bring in humanity, bring in love for other human beings and it’s a powerful mix.
This side of systems thinking is not always palatable with people. Those who can’t understand other people, see things from their point of view or can’t self-reflect enough to allow a deep blending of others’ thoughts with their own. It’s how powerful change happens though; of that I am sure.
In my experiences of engaging with and applying systems thinking I have come to realise that it is what many call the ‘softer skills’ that have been some of the key enablers for change. When working closely with others and applying systems thinking in a situation, I deeply consider the people within it. My suggestions for points of intervention come from my wider explorations and within that, I don’t forget that it is people we are engaging with and those people crave social inclusion, belonging, nurturing and relationships. They have their own values, beliefs and identity. All of us, yes, all of us, crave to be socially connected in some way or another in my opinion. Exclusion hurts us as badly as physical pain. I’ve blogged about this before, after I read the book, ‘Social’ by Matthew D Lieberman. He explains that ‘when human beings experience threats or damage to their social bonds, the brain responds in much the same way as it responds to physical pain’. He tells us that, ‘we all inherit an attachment system that lasts a lifetime, which means we never get past the pain of social rejection just as we never get past the pain of hunger’. Interesting isn’t it, that our ‘sensitivity to social rejection is so central to our well-being that our brains treat it like a painful event, whether the instance of social rejection matters or not’.
We are wired to be part of the gang, to have connections and to belong. Now, if that belonging in an organisation is dependent upon keeping your head down, keeping quiet about issues and not doing anything radical, it is my experience that the majority of people are likely to conform to his norm. They need the belonging and they need the work.
As systems practitioners, it is useful if we can help people to challenge conformity, stick their heads above the parapet and make bold or different moves. Take chances. Be risk takers and dare to fail. But what about the fear? The fear of social rejection as a result of standing out? How do we help people deal with this? Do we really know the extent of the ask we are making of people and do we equip them to deal with it in a way that avoids exclusion and the pain of becoming isolated from their peers if they adopt different approaches to their work and even to their own lives?
How do we, and can we, manipulate the working environment to allow the authentic people that work there to showcase their gifts, their personality, their talents and their plethora of ideas and visions. Them, with their powers of connection and excellent networking abilities. Them, with their co-operative partnerships. Them, in their true sense. Not a shadow form of themselves that they adopt so that they can ‘fit in’ and avoid the pain of social inclusion.
Now, when I crawled out of bed early this morning and set up my laptop, I never imagined I would feel so awake in such a short space of time. By ‘awake’ I mean revitalised, energised and inspired. You see, I recently had yet another very stimulating and energising conversation about bringing the humanity back into the workplace. About allowing people to be themselves. About harnessing their creativity and about really living and enjoying their days, not just existing. At the end of it, I was ever more convinced that creativity and truly being allowed to ‘be your authentic self’ are key enablers to effectively applying systems thinking. And so, when people discuss ‘the barriers to systems thinking’ I wonder if they really mean ‘the barriers to people being their true authentic selves’ and it not really being about the systems thinking models, methods, approaches per se.
I know a plethora of people who are system thinkers. I observe them remaining hidden like shiny gems embedded in a dull rock face. They are the diamonds. The jewels that remain hidden with heavy hearts, shrouded in the identity of an imposing ‘grey’ organisation, where ‘fitting is’ is the only thing that avoids the pain of social exclusion or even worse, dismissal. The pain of social exclusion avoided, but the pain of unfulfillment written all over their faces. Their true values falling from their tree of life like discarded leaves from an autumn tree because they are at odds with the values of the organisation they serve. Joy and fulfilment seen as things to keep hidden, replaced with monotony and regime.
But we can build relationships, alliances, supportive networks and communities. We can nurture, support and motivate. We can co-operate and form partnerships. We can encourage those gems to pop out from the grey wall and dance and shine in all of their beauty. We can encourage and help others to believe in themselves again.
There is a danger here, of course, that sometimes, not always, but certainly sometimes, others don’t want those gems to shine. They don’t want to create the conditions of nurturing, sharing and encouraging individuals to exercise their gifts to the full. They prefer power and control. They like to keep people ‘in their place’ so that their own world doesn’t get rocked in any way. This is what stands in the way of systems thinking, in my experience. Not the language (that’s an easy cop out). Not the approaches (if you don’t understand them, find the people who do, so that they can help you. There are plenty of people out there). It isn’t the heavy texts (although they do exist) or the fact you can’t draw (basic diagrams are powerful and don’t have to be polished works of art). The biggest barriers I have seen are power and control. They seek to stamp out the nurturing enablers that allow people to think freely and openly. To share and discuss. To listen and understand. Systems thinking is powerful when it becomes embodied but what stands in its way are the ever-present issues of power and control. Particularly power cliques who merge together and become toxic hives of manipulation. These are the ones who can find the true enablers of systems thinking unpalatable, because it takes away their power, dilutes their control and encourages people around them to peep their heads out from the hierarchy and show off their talents. They tend to like the idea of systems thinking, but only if they are the only ones to be able to ‘do it’. We all know how destructive that can be. So, if you really want to apply systems thinking, give these enablers some thought. Then, self-reflect and ask yourself if you are the one protecting a power base? Are you the one controlling others? Are you the one preventing those around you from shining brighter? If so, it is never too late to change that and who knows, you might even like the results.
At first it would be easy for a systems thinker to be a bit taken aback by this statement, offended even. But think about it, is it a bit obvious? And is it academic? I would have to say that my answer to this, at this point in time, is yes and no. Shallow? Well, I think that has a different answer, which I think is no. Here are my reasons:
We now live in a country where lies from Government are an everyday occurrence, racism is coming out to play and underdogs are seen as merely that. We are in a global arena where the 1% rule and others suffer from their greed, dominance and desire to control. Systems thinking, with its relationships, reciprocation, self-organisation, emergence and feedback seems almost like an alien concept to some. But it isn’t, is it? It is ‘natural’ and ‘obvious’. It is the essence of life and we can see it all around us in nature. So, why might it seem academic, with no practical guidance?
Well, think of it like this – Does your company have policies of reciprocation, with those you might traditionally see as competitors, which put the greater good of the ‘system’ first and the selfish needs of the organisations second? In most cases, I doubt it. Do you have internal organisational protocols that reward for cross organisation collaboration and sharing? In most cases, I doubt it. Do you monitor your organisation by considering the effectiveness of its systemic sensibilities and its ability to adapt in a changing environment? In most cases, I doubt it. Mind numbing KPIs that drive perverse behaviours are far more attractive. They can be manipulated to read however you want your organisation to appear. Individuals can celebrate, gain promotion and the company can go to the top of the ratings chart. Do you allow teams the maximum feasible amount of autonomy, give them the authority to act and decide with them how you like decisions to be made and then let them work using their initiative and creativity? In most cases, I doubt it. Most managers love to control their subordinates, telling them what to do, holding them back from opportunity and killing their spirit, often to elevate their own status and standing in the organisation. Do you allocate resources to your departments with the intention of allowing people to make enough money to live on whilst also having a good work/ life balance? Or do you squeeze every drop of work out of them that you can, pay them as little as you can get away with and get rid of them at a drop of a hat when you want to make ‘savings’? Would you go to your Board meeting and tell your partners that you want to ‘create the conditions for change’ with others, rather than compete and be the best? You would be laughed out of the Boardroom in a lot of cases. It is not that there is no practical guidance. It is not that the concepts are inaccessible. It is that the practical guidance is not palatable and not in synch with our competitive, combative ways of doing business.
Our Western world has moulded us in such a way that what has become obvious to many is not collaboration but competition, not sharing but hoarding, not reciprocation but taking everything we can for ourselves. We are educated in ways that makes us consider things as independent subjects. Our politics teaches us that charlatan like behaviour wins. Many know this way is wrong and seek better ways. Through them, there is lots of practical guidance, but it isn’t what everyone wants to hear. This is even evident in the systems thinking community. There are often claims of collaboration and sharing and yet the reality boils down to competition and a need for control. To be seen as first, or more importantly not to be seen as being last.
But, is systems thinking ‘all that’? Is it the thing that will ‘save us’, make our world better and end misery on our planet? Make our organisations thrive and grow? Who knows if it can prevail over the dominant competitive control? Our democracy is for sale and our internal worlds are all individually constructed by algorithms and behaviour shifting manipulation. Can systems thinking prevail over this. Some say it can. Personally, I think all we can do is keep trying.
So, is it obvious? It should be but it has been lost somewhere along the way. Is it academic? Only if you are looking in the wrong places for inspiration and practical examples of implementation. There are lots out there. If you can’t see them, you aren’t looking. Is it shallow? I don’t think so because systems thinking includes humans and the nature of human behaviour is not shallow. We are the creators and destroyers of ourselves. We create the conditions around us that do not let systems thinking thrive. Why do we prefer competition and ‘winning’ over sharing and collaborating? Why do we prefer control over freedom? Why do we prefer to only see what we want to see, rather than the bigger picture? These are quite deep questions and are being debated and considered by systems thinkers and others across the globe.
In essence, I think the question is the wrong question. Maybe we should be asking ‘systems thinking is quite obvious, so why is it still in the world of the academic without it being practically implemented?’ It is only with this kind of question, rather than the ‘it’s great – no it isn’t’ debate that I think we might start to get some additional enlightenment.
Despite my own inner concerns, I continue to pursue what I believe to be good and right. What is true to human nature and what sets us free from the negativity and binding control. It’s a tough road to travel, but I haven’t been put off yet.
In the words of Margaret Wheatley (one of my favourite systems thinkers) ‘Belief is the place from which true change originates’. Maybe you have to believe it, to see it.
Taking the System Thinking Change Wheel into a different context took me to an area of familiarity – the NHS. Leadership development is always on people’s lips and in their thoughts, it seems, at the moment.
For this session I used a case study example of something I have worked on to run a workshop. It was a complex NHS service that, like most, was interdependent with a number of other health and care organisations and services. Nothing is stand alone in the NHS. Just about everything is a complex web of interconnectivity and interdependence, including multiple organisations and a multitude of people and processes.
Knowing about systems thinking is one thing. Knowing enough about it to be able to work effectively with it, without having to spend a long time studying about it, is another. Clients usually want to jump straight in and get to grips with the complex situation they face.
I sometimes find that people’s default position in the NHS is to try and improve the processes in a service, rather than zooming out to see the wider picture and think about the wider system aswell. This means that options for change and improvement are limited and an easy way out is to blame staff for poor performance of the service. But there is another way to expose more about the situation, leading to a wider range of opportunities for change and improvement.
We start the day by exploring the biggest challenges people have whilst trying to make change and we have some discussions around what makes systems viable. It is an interesting and enlightening session with lots of interactive exercises and moving around. Ideas are flowing and people are engaged.
Then, we move quickly into a case study – no time to lose. After a short run through of the case study the room is split into groups and each group is given a section of the Systems Thinking Change Wheel to consider. Without considering any actions at this time, each group are given a different set of questions about the situation to discuss. More information is available to help discussions along, but only if people request it. It helps those in the room think about what information they might need to understand why the situation is like it is.
Bringing all of the discussions together exposes a tangled web at many levels of organisation – an individual level, a team level, an organisational level and at a wider system level. The information in the room is rich and enlightening.
We move on to using the action cards – a different set for each group. They get going, identifying areas where there is strength in the situation – where things are going really well. Then, it is on to the areas that need more work. Finally, the groups are given tokens that represent resources – money, people, equipment, innovation, training etc. They are challenged to show where they would invest time/ effort/ money and why. Not surprisingly, this does not go on blaming staff or just telling the service to ‘do better’. They don’t know it, but they have just done quite a sophisticated diagnosis of the situation. The levels in the situation are easily visible, the imbalances creating havoc are visible and they have identified many areas for improvement.
The groups discussed, supported each other, considered the wider picture, motivated each other, challenged, contextualised and shifted each other’s perspectives several times. It was a joy to watch.
Using insights that I brought from the actual situation I had worked on, we shared stories and feelings and insights. We looked at things from several angles and quite unbeknown to them, they were collectively ‘systems thinking’. They were also co-creating a potential way forward. The vibe was high energy and I even heard the words, ‘oh, this is fun’ at one point. We explored the balance between autonomy and control, empowerment, adaptability, trust, power and enabling structures.
We explored the role of managers, flexibility, pivoting and the balance between generalist and specialist roles.
There were a few shifts in thinking that day and an assuring buzz in the room. We were focussing on how to ‘Create the Conditions for Change’, rather than focussing on individual ‘do this’ ‘do that’ actions. Each situation requires actions that are contextually specific. The trick for me is to guide people in the right direction and then encourage them to decide on those context specific actions themselves. No ‘lift and shift’ answers here.
Creating the Conditions for Change Workshop – available face to face when distancing guidance permits and very soon to be available as an online session
It is 6 months since I was introduced to my clients. They are a mixed group from various public services who work in the same city together. To my delight, people with lived experience are included in the group working to enable systems change. They have been through an interactive programme together, introducing them to systems change and giving them the space and time to build some community together. They have some knowledge of systems thinking and I think they are ready for the next steps.
Their situation is one that many in public services are up against every day – multiple organisations trying to work together but working to different, and often conflicting, targets. Silos abound. Everyone seems to know each another but there is an elephant in the room. They always exist, right? They just aren’t talked about. Every group has their elephant, sitting silently in the corner.
Multiple and conflicting perspectives fly around like a hundred fluttering butterflies bouncing around in the wind, only these butterflies have teeth and take a bite at each other every now and then. Everything is interconnected and interdependent in some way, and power struggles are extremely evident. Those with lived experience are vocal about how services don’t always work for them. They are the recipients of the outcomes of overburdening bureaucracy and it hurts. It is destructive and breaks trust between the organisations and people in the community. My impression is that the focus is on the transactional, although there are pockets of innovation and everyone is dedicated. They are just constrained by the erratic complex, uncertain and ambiguous situation of which they are a part.
I see opposites – working together but power drives them apart, pulling in the same direction but bureaucracy throwing obstacles in their way like giant felled trees blocking a road. Sharing but lacking social learning. Can this complex situation challenge itself enough to enable people with lived experience to be seen differently, supported differently in the community and included in decision making in different and better ways? They are on their way, of that I am sure and over the six months I have known them I have seen admirable efforts to overcome long standing obstacles and challenges.
Let us begin…
They are ready now, I believe. We gather in a small room, conduct our ‘check in’ and I start the day with an interactive exercise based on viable systems. It is calming and aimed at easing people into the day in a relaxed way.
It is then followed by an exercise to start and lift the energy – an experience of complexity and what things might be ‘invisible’ to us yet undeniably there when we are together in a complex situation.
Our focus is now on the complexities of the situation and the complications that people themselves bring. Each one of us has our own epistemology, mental models, frames of reference and tendencies towards reaction rather than reflection. Are we adaptive to situations? Do we co-operate and reciprocate? Do we really see multiple perspectives, understanding that each of us will interpret the situation differently? We like to think that we do but in reality, we often do not.
Using their current situation as our context, together we start our journey of exploration. I introduce the Systems Thinking Change Wheel and share six categories that we can focus on that can, in different and complimentary ways, help us to create the conditions for change. The categories are based on work I have done over the last 10+ years using cybernetics and systems thinking to work with and in complex situations. We look at:
How self-organising or self-referencing teams might operate, including a focus on peer to peer collaboration and how groups might instigate and implement change within the boundaries of their autonomy
How the group can co-ordinate, collaborate and support across individual, team and organisational boundaries. We discuss internal system coherence within organisations and across organisational boundaries. Importantly, we include building community and networks and how co-production might be more effective
We move on to considering what resources are available, including the collective resources of their own experiences, skills and talents. How might some joint decisions be made when goals and expected levels of performance might be different for each organisation? Importantly, we discuss how this might be achieved at the same time as bringing the humanity back into everyone’s work and having some balance to avoid burnout
Of course, every ‘system’ needs some kind of monitoring, but we don’t talk KPIs and targets. We talk about conducting health checks on the system instead – is there congruence between the behaviour of the system and its vision? Is there a joint vision? Should there be? Or should there just be some element of similarity joining everyone together?
We then explore adaptability and how the group might change quickly enough to match changes and differing needs in the environment. We consider whether they could adapt to a sudden and unexpected change in circumstances and as I write this, I expect the group will have found their answer to this during the pandemic
We know there will never be a fully joint vision of the future, but the group do know that they have an element of shared purpose. The trick is in identifying that and using it to their advantage. They aim for some element of shared learning and shared meaning making. Alongside this, we consider how devolved accountability might work and highlight where there are commonalities in their identity and whether they want to create a shared identity as a group
Learning, change and adaptability are key throughout and using the above we move on to exploring actions within each section that can be undertaken to identify where the group are currently strong and where they need to focus more efforts, how they might synthesise their insights and move forward to co-create their future together.
Making the invisible visible
Every day people swim around in a sea of complexity that is evident, yet partially invisible to them. Events are easily seen, but the system structures, behaviours and individual differences driving the events are less obvious. Their impacts are felt but somewhere beneath the surface there is a fuzziness. They feel the waves, and often the tsunami, and yet it can still come as a surprise.
In this session we made the invisible, visible. We exposed that which we take for granted. We exposed it in understandable ways. The water in which people were swimming around in suddenly had some colour. They could see it, which meant that they now have more chance of working successfully with it and to change it, where necessary.
They were surprised by how much the session showed them. My response to that – it was already there. They already knew it. I just helped them to see it and work with it in a constructive way that they could understand. And now? Well now it is their turn to help others see the water they are swimming around in and work with it to start co-creating a different future.
The Systems Thinking Change Wheel and Creating the Conditions for Change – available as on site support or workshops (social distancing guidance permitting)
This narrative us intentionally anonymised to maintain client confidentiality
At the moment we have some incredibly potent conditions that are enabling change to happen. Hard as it seems, some significant good could come out of our current experiences. That is, if we can recognise what the enabling factors are so that we can replicate the positive elements in times that are not so fraught.
When the time is right, I will continue to run my workshops on creating the conditions for change.
The approach I use in my workshops weaves together a number of systems thinking concepts and ideas, such as organisational cybernetics and social and technical aspects of a situation. It helps people consider how they might expand their multitude of responses to the complexity in which they exist in their working environments, enhancing their variety and adaptability to enable them to survive and thrive over time.
My approach considers concepts such as variety and self-regulation and seeks to enhance peoples decision-making capabilities. It helps people to consider how to work creatively within their boundaries of autonomy and control to enable better and more responsive problem solving and widen their range of responses to the complexity in which they are embedded.
It helps people to consider how groups can work together in an adaptable and flexible way, maintaining an appropriate balance of autonomy and spanning beyond the restricting boundaries of their work ‘function’.
It helps people to think beyond the confines of their organisation to consider how they might interact with others to develop social-systems with the ability to communicate, learn and grow, with a focus on enabling and developing relationships, developing channels of interactions and seeking to create the conditions for change.
I have been contemplating for some time now – beyond my professional work, beyond the confines of the assignments I was involved in and into a place I couldn’t really articulate. I felt….different somehow…. but I wasn’t sure how. However, over the last couple of weeks I have interacted with groups and individuals in a way that has gifted me the reflection time and space to start and make sense of it. I knew it was there……I just couldn’t get it out.
What has been happening in our world for some time is real. It is scary and the most scary thing for me is that we are awake to it but have not yet worked out how to mobilise to prevent or change it. I am talking about the power, domination and control we see in our world. I have been considering whether it is actually possible to get past the billionaire giants? The tech giants? The egotistical manipulators? Can we get past the corrupt Governments and individuals? How do we harness our interconnections in a way that enables our creativity, our ethics, our values, our inner peace, and freedom to emerge? To allow our differences but connect our similarities.
Our minds are being poisoned by messages via our technologies and ‘fake news’ and it is driving horrible divisive behaviours. I heard Vandhana Shiva say, ‘the new colonisation is the poisoning of our minds’. It really struck a chord with me. Those consumed with power and control seem obsessed with manipulation of the masses and the breakdown of our own intelligent thinking. Are we going to allow it? Many aren’t, and I feel reassured by that but will the combining of huge egotistical powers continue to overwhelm us?
Maybe this time of coronavirus is a time when we can move away from the world we are currently stuck in? Structures and ways of being that were previously ‘invisible’ are now visible. Will our awareness of our interconnectedness prevail? Will we be able to harness our connections in a way that allows us to use them as a positive advantage for the greater good of humanity? These seem like big questions, but ones that our current situation is enabling us to contemplate. How do we anchor new patterns going through and coming out of this global crisis? Can we achieve system synthesis? Should we? Do we need to change our framing and narratives to allow us to discover new pathways to knowledge? Can we re-shape our structures? Our behaviours? How we think? Are we listening to the current situation and each other deeply enough to learn? And how are we making sense of it all? We are all creating but do we understand how we are doing that?
I feel like I need to be still. To listen and sense make. I have been going through it for about a year and right now it is at its strongest. I have gone through the moral outrage…….but where now? The inner place we come from will tell us and I hope the collective positive humanity driven minds prevail. Will we operate from a deeper place in future? Who knows? We are re-imagining – good luck to us all.
Today my head is bursting, but not with thoughts of disaster………with hope. Yes, the virus is bad. Yes, the hoarding is bad. The fighting in the supermarket aisles is bad. People dying is truly tragic. But something else is happening. Can you see it? Can you feel it?
I got one of those ‘I’m happy to help you if you are sick’ messages through my door last night. It brought a tear to my eye. I have lived in my flat for over 10 years and this was from a person who lives 10 doors away, who I have never heard of, I have never spoken to, never even passed in the street and smiled at. The realisation of the kindness that was so near and yet so far away was overpowering. This morning, I opened up my twitter messages to the kindest message from someone I have done work with. A message of compassion, caring and empathy – ‘are you ok?’
People know I am an enthusiastic systems thinker. What they don’t know is that right now, when the media is throwing stories of doom and gloom at us and our stable internal world seems to be crumbling, I see a rainbow. Individuals are acting, communities are self-organising, support groups are developing. This isn’t just a hard time that will return to ‘normal’ one day. This is also a fundamental social shift, making visible the way we can reorganise, reconfigure and build new capacities and capabilities. Some of the responses that are emerging now are heart-warming.
When I do my systems thinking work, I focus on creating the conditions for change. Well, some of those conditions are here, right now, today. People are innovating, doing things they never thought they could. They are creating channels of interaction, forming new relationships in different ways. They are considering each other’s feelings, building trust with those around them. They are adapting quickly and finding their own flexibilities. On social media, people are sharing their vulnerabilities, bringing out into the open that which is often kept quiet, hidden inside, eating us up.
How things are interconnected and interdependent is being made visible to the masses and people are reciprocating with their strategies for coping and doing things differently. Ethics and values are centre stage. There’s no hiding anymore.
People are experimenting, failing, learning…experimenting again and most of all, they aren’t giving up. ‘Busyness’ is slowing down, enabling us to re-connect with our humanity. We are out of our comfort zones and that isn’t all bad.
And here is a question – do we dare to build the reflective mechanisms to capture and use this in a positive way to help us move into a new way of being? Can different models of power and control, that enable us to feel empowered to act be created from our insights from this situation? Can we re-frame our thinking to harness our current strategies of reciprocity with one another and use them as a positive force as we move forward.
That which a systems thinker sees is now right before everyone’s eyes. The invisible is becoming visible. We have a choice – lose it or harness these new patterns and relationships and develop a new web on influence that enables a fairer society for all.
My plea to those who are building supporting networks, helping neighbours, working with communities and those who are acting to generally keep spirits high – capture your stories. Capture your current ‘ways of doing’. Capture how you have developed your new relationships, how you have re-framed the situation, how you have adapted and changed and, when we have come through the worst, use those stories to show how the invisible became visible as the conditions for change were created. Use them to create they which we may have previously aspired to but never thought we could actually achieve.
I drove past the local chippy tonight. I looked quite pitiful. Its blue neon light was shining bright but there was no-one inside. It was the same last night and the night before. In fact, it’s been like that for some time, even on weekends. The Friday tradition of a ‘chippy tea’ wasn’t hitting this little shop anymore.
I say anymore because at one time it was the busiest little chippy I had ever known. Every Friday it was packed, with the queue out of the door and down the street. During the week it was very much the same. But then it happened. The sad day came that the chippy was sold, and ‘they’ took over. I say ‘they’ because no-one knows their names. Not least because no-one goes there anymore. So, what happened?
I came to the city around 15 years ago. I knew no-one here and wasn’t familiar with the area at all. I did, however, find the local chippy. It was a hive of ‘busyness’ and chatter and laughing and connection. After only a few months I began to see the same people over and over again. We knew where each other worked, how we spent our leisure time and Sheila behind the counter knew every one of us. As soon as each one of us walked through the door we saw a smiling face and heard, ‘the usual?’ I don’t think she knew it, but she didn’t ‘work in a chippy’ she facilitated a community hub. She created a community with friendliness, familiarity and usually a huge dose of humour.
Purpose is important, you see. To the local community, the purpose of this little place wasn’t just to serve fish and chips but to provide a meeting place where familiar faces could say hello and have a brief chat whilst ordering our food. She crated it, she maintained it and facilitated it and the locals loved it.
When ‘they’ took over the front shop went silent. We saw Sheila being ordered around, told how to deal with the orders and chastised for her familiarity with the customers. They exerted their power and control, and little did they know it but they were soon to kill off their own business.
But where did they go wrong? Purpose! Purpose is where they went wrong. They didn’t understand the bigger picture. They didn’t understand the purpose that this little retail outlet held for the community. They didn’t understand the purpose that Sheila understood perfectly.
They thought they bought a chippy. What they did was failed to think wider than the four walls and the battered cod. They didn’t understand the purpose from their customers’ point of view. I don’t know where everyone goes now. I never see them. I don’t go there anymore and neither does everyone else it seems.
Think wider. Think purpose. Think other people’s point of view…..or you might just miss something vital.